Interview with John Lima, CEO, Coffee Bean Technology
Situation: As with anything new, there are varying adoption rates for social media. Many top executives aren’t sure how social media can improve their sales. How can social media effectively enhance sale efforts?
Advice from John Lima:
Business is about people, and people are increasingly using social media to connect with others and to express themselves. Social media platforms encourage us to be ourselves – to take off the business mask that we normally present to the world. This enables the savvy company to better know their customers.
First, social media enable you to find customers more quickly. Almost everyone is somehow connected to social media. The problem is the inefficiency of searching for them through LinkedIn, Facebook Twitter, etc. Software-assisted search makes this more efficient. Develop a customer Social ID: a profile of what you believe your customers interests and buying behavior to be to serve as your social media connector.
Second, find people who fit this profile and engage with them in social media. Let them bring their conversations and interest to you, and refine your Social ID as you gain additional information. This gives you insight into the person – who they interact with and what interests them – and enables you to approach them as a human being. Envision an open marketplace where people connect first and then tell their stories. This allows salespeople to quickly build empathy and smooths the sales process.
Third, your evolving customer Social ID can help generate new leads. As the Social ID becomes more sophisticated you can develop key words to find similar customers. Software robots use these key words to find relevant conversations in Twitter or Facebook and flag then for a sales person who can then dig deeper to determine whether the individual identified is a competitor or a prospect.
To make this work efficiently, you want to have an integrated system with a set of tools that allows you to cost-effectively sift through the millions of daily entries logged through social media.
Interview with John Hollar, President & CEO, Computer History Museum
Situation: Traditional media for reaching audiences – television, newspapers – have broken down. Audiences are atomized and increasingly “what you want when you want it.” How do you aggregate an audience in this environment?
Develop partnerships that align with you both in terms of audience and purpose.
We just finished a $20 million expansion. With 1.5 million technology workers in Silicon Valley, how do we spread the word?
We work with corporations in the tech sector, corporate alumni groups, tech retailers, convention centers, hotel concierges, and schools.
Our new campaign – Silicon Valley Starts Here – encourages Silicon Valley visitors to start their Silicon Valley journey with us.
School field trips are booked through the end of the year. Local foundations support transportation costs.
Leverage the digital world to expand your presence.
Everything physically present in the museum is also available digitally to a global audience.
We use Facebook, Twitter and LinkedIn to generate viral networking.
Live events are captured in HD and broadcast through our YouTube channel to 2 million viewers.
We update our Facebook page and tweet daily. Facebook is fun and playful with “Today in Computer History” and Friday YouTube films.
Tweets include a quiz – “Who Am I?” – of famous figures in computer history with prizes.
What are the implications for companies and institutions?
We must embrace the notion of living in parallel worlds – having both a physical presence and a broader digital presence.
Expert knowledge is here, but we must be able to access an increasingly digital audience that is global.
Digital capabilities can’t just be bolted on to an old structure. This must be a marriage that connects our knowledge and expertise organically to our audience, their needs, and the knowledge and expertise that is happening in the world.
Situation: In traditional marketing, many marketers are more focused on activity than results. In the digital environment, top marketing organizations must become better at listening to their customers, watching them, and tracking their purchase decision behavior. What does this mean for the marketer?
The digital world has changed marketing.
The traditional marketing campaign was led by creative. Through the early 90’s marketing was directed by media players and large publishers. Once a campaign was developed the pitch was “buy lots of impressions and customers will come.”
During the dot.com boom and into the 2000s there was a shift to ROI – spend $x with Google, get y clicks that will yield z buying customers. This was very transactional and could be expressed relatively simply.
Behavior is now changing, and the model is becoming more collaborative:
A potential customer expresses interest and a need.
A supplier offers a solution.
The potential customer verifies and validates the offer through online communities, Twitter, Facebook or other resources, and eventually may make a buying decision based on what they find along the way.
The buying decision today is very different from the traditional offer-driven process.
All of this can happen in minutes.
For the marketer, this means moving far beyond the simple advertisement.
The marketer needs a presence on Facebook, Twitter, and many more sites, in addition to their website, to woo potential customers.
For marketers this is expensive and requires a different level of resource commitment. It is, therefore, important for them to attribute the appropriate value to each online presence that the customer engages as they evaluate their buying choices.
Only through developing complex metrics, which change real time as customer behavior changes, can the marketer track and understand customer behavior and adapt the offer to the needs of the customer.
As individual consumers increasingly engage employ new forms of digital technology the challenge to marketers only increases.
The digital marketer who will thrive will develop a sophisticated, metric-driven understanding of the multiple touchpoints and social interaction of a given transaction.
Situation: The company has been running very lean for the last few years, with very good people. New opportunities are opening up, and we need to staff up to execute. How do we get the best talent while minimize hiring costs?
Job Posting Boards: You can often find specialized talent on industry specific job boards such as Dice.com, SimplyHired.com, Cybercoders.com, TheLadders.com or similar non-traditional job boards.
Online Interest Groups: There are a wide range of industry and product specific user groups through Google Groups, LinkedIn Groups, and so on. Connecting with relevant groups will not only position your company as a key firm within the segment, but also make you THE place for career progression.
Go Social: Leverage the power or social media to publicize your available positions. Facebook advertisements, LinkedIn job postings and similar sites can build targeted interest in your company, and available positions.
Go Viral: Even if you don’t personally like Twitter or Facebook, these sites can create viral awareness of your company and technology. Tweeting that you are hiring now, with a 140 character job profile.
Be Cool: Create exciting new ways to add in the cool factor. Skilled talent likes to work with fun, exciting, successful companies. Capture photos of company events and add them to a Picasa or Flickr gallery. Positive blog posts build good vibes around your company, your technology and your products.
Ground & Pound: There are many groups that meet on a regular basis to discuss skills, functional interest, best practices, business opportunities or to just mix and mingle. Sites like Meetup.com to find local groups that match the talent you’re seeking. You will often find candidates, people that can pass the opportunity along, or even someone willing to provide an awesome referral.
Attack: Be pre-emptive in your focus. Select a few top-notch recruiters who specialize in your technology, market and/or geography. These professionals already know the talent pool, may accelerate the process, and ultimately provide higher quality candidates.
These are a few thought-starters. What has worked for you to find good candidates at minimal cost?